Strategic Change, (UK), Jan-Feb 1998 Vol 7 No 1
Start page: 19 No of pages: 12
Argues that management has a critical role to play in bringing about changes in public services, observing that – while there has been much change in UK public-service provision – innovative management will take time to become established. Reviews the current state of public-service management and models of state- and public-service provision (the contract, service and self-governing states). Identifies ten key strategic issues for a public-service innovation agenda – from the alienation of the public itself and the recognition of professional expertise through to the fact that services simply aren’t good enough and that some are in crisis. Looks at innovation in practice at named UK authorities and at the role that strategic planning can play in institutionalizing innovation.
Subject(s): PUBLIC SECTOR, MANAGEMENT TECHNIQUES, INNOVATION, UNITED KIN GDOM, STRATEGIC PLANNING
Database: TMA: Top Management Abstracts RMI: Rapid Management Intelligence
Style: Theoretical with application in practice. Reference: 27AM083.
Reproduced by permission of Anbar Management Intelligence